By G. Shouksmith (Auth.)
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It is, in fact, surprising on how few occasions when we are in "conversation" that we really listen to the other fellow. Most of the time we are more likely to be waiting for a gap to occur in the "noise" being emitted by that other guy so that we can get in our say. One effective way of improving listening skills is to use the human relations training game "listening triads". Three participants are required — A and B as communicators and C as observer and assessor. A and B are allocated or select a topic for discussion.
At this stage there still remains much to be said about various minor factors which affect the interview and about facets of interviewing which do not readily fall within the schematic plan of the first four chapters. I am, therefore, devoting this short section to a consideration of these various facets, all of which are, nevertheless, important to the topic under discussion. Planning and Administering an Interview Programme The first of the three factors which I mentioned in Chapter 3 as controlling the success of the interview concerned "the background initial work in organizing and planning the interview and the interview programme".
One final point is worth noting. The form is not comprehensive nor does the information asked for give any details of the various pursuits. This is deliberate, since the intent of the form is merely to provide stimuli to conversation in the interview. If it were possible to obtain the fully detailed account you require from the form, then the form alone would be a sufficient selection tool without an interview. 3 Possible biographical aspects to be included on the application blank A. Personal circumstances.
Assessment Through Interviewing by G. Shouksmith (Auth.)